Simorgh Magazine Issue 61, April 2014

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emotional smarts and more and
more businesses are looking for
these social skills it may be in
passing or in liking the candidate.
More is needed.

In Part II of this series I will
be addressing the topic of toxicity
specifically itself. In Part III of this
series I will address the challenges
for managers to minimize toxicity
and instead lay the groundwork for
developing what I have called the
worthplace. In this way business
will foster the best of both worlds:
efficiency and effectiveness.
ENDNOTES
(Endnotes)
1
The word grok [/rk/] is a
word first coined by Robert A. Heinlein for
his 1961 science-fiction novel, Stranger
in a Strange Land, where it is defined
as follows: Grok means to understand
so thoroughly that the observer becomes
a part of the observedto merge,
blend, intermarry, lose identity in group
experience. It means almost everything
that we mean by religion, philosophy,
and scienceand it means as little to us
(because of our Earthling assumptions)
as color means to a blind man. Cited
in: Wikipedia, Grok ; website: http://
en.wikipedia.org/wiki/Grok. Accessed:
Monday, March 10, 2013.
2
Clive R. Boddy, The Corporate
Psychopaths Theory of the Global
Financial Crisis, Journal of Business
Ethics, Volume 102, Issue 2 (August),
47
How Toxic Can This Place Get?
2011, pp. 255-259.

3
For a real eye-opener, watch the
DVD on Enron, Enron: The Smartest
Guys in the Room (2005), or read the
book: Bethany McLean, Peter Elkind and
Joe Nocera (Foreword). The Smartest
Guys in the Room: The Amazing Rise and
Scandalous Fall of Enron. New York:
Portfolio Trade (part of Penguine Group
(USA)), 2013, 480 pages.
4
Peter J. Frost. Toxic Emotions at
Work and What You Can Do About Them.
Cambridge, Mass.: Harvard Business
Press, 2007, p. 35. Italics in the text.
See also C.R. Boddy, The Dark Side of
Management Decisions: Organisational
Psychopaths, Management Decision,
Volume 44, Issue 9/10, 2006, pp. 14611475.
5
Michael
Walton,
In
Consideration of a Toxic Workplace: A
Suitable Place for Treatment, in Andrew
Kinder, Rick Hughes and Cary L. Cooper
(Eds.). Employee Well-Being Support:
A Workplace Resource. Southern Gate,
Chichester, 2008, p. 9.
6
Peter J. Frost. Toxic Emotions at
Work and What You Can Do About Them.
Cambridge, Mass.: Harvard Business
Press, 2007, p. 14.
7
Peter J. Frost, Emotions in
the Workplace and the Important Role of
Toxic Handlers, IVEY Business Journal,
March/April 2006, p. 1.
8
Edward Wong, A Stinging
Office Memo Boomerangs; Chief
Executive Is Criticized After Upbraiding
Workers by E-Mail, New York Times,
Friday, April 5, 2001. Website: http://
www.nytimes.com/2001/04/05/business/
stinging-office-memo-boomerangs-chiefexecutive-criticized-after-upbraiding.htm
l?partner=rssnyt&emc=rss&pagewanted=
all. Accessed Friday, March 21, 2014. See
also John Spears, TTC Chair Apologizes
for Hastily Composed Email, Toronto
Star, May 8, 2008; Rosie DiManno,
When Email Critics Can Be Corrosive
and Uncivil, Toronto Star, Wednesday,
January 13, 2010. For additional research,
see: Gro Ellen Mathisen, Stale Einarsen
and Reidar Mykletun, The Relationship
Between
Supervisor
Personality,
Supervisors Perceived Stress and
Workplace Bullying, Journal of Business
Ethics, Volume 99, 2011, pp. 637-650;

Stale Einarsen, Helge Hoel, Dieter
Zapf and Cary Cooper (Eds.). Bullying
and Harassment in the Workplace:
Developments in Theory, Research, and
Practice. Taylor & Francis Group, Boca
Rotan: CRC Press, 2011, 512 pages.
9
A Stinging Office Memo
Boomerangs, New York Times, Friday,
Thursday, April 5, 2001.
10
I use the term supposed
because in Pattersons mind, the memo was
only for his 400 managers, not the whole
3,100 employees in the organization!!!
But, even so, business professors and
experts not only disapproved of his angry
tone, but also his mode of communication.
11
A Stinging Office Memo
Boomerangs, New York Times, Friday,
Thursday, April 5, 2001.
Michael
E-mail: worthplace@gmail.com
Mobile: (613) 898-7733
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that was supposed to go to 400 of
his managers. According to Neal
L. Patterson, Cerners 51-year-old
chief executive officer, a man many
described as arrogant, candid
and passionate, he was trying to
light a fire under these managers;
instead, a firestorm erupted! The
question Im sure youre asking
is, What was in that e-mail?
Instead of simply going to his 400
managers, given his anger and lack
of impulse control, in pressing the
Send button, it went to all 3,000
employees! The e-mail message
was leaked and posted on Yahoo.
Its belligerent tone surprised
thousands of readers, including
analysts and investors. In the
stock market, the valuation of the
company, which was $1.5 billion on
March 20, plummeted 22 percent in
three days. How belligerent, you
ask? Well, in the e-mail [t]here
were words in all capital letters
like SICK and NO LONGER.
There were threats of layoffs and
hiring freezes and a shutdown of
the employee gym. Patterson
listed six potential punishments if
his [supposed10] managers did not
improve performance and that hell
will freeze over before he allowed
any more employee benefits!
Besides he wanted the parking lot
substantially full from 7:30 am
till 6:30 pm every day and halffull on Saturdays!!! Heres what he
wrote:
We are getting less
than 40 hours of
work from a large
number of our K.C.based EMPLOYEES.
The parking lot is
sparsely used at 8 a.m.;
likewise at 5 p.m. As
49
managers you either

do not know what
your
EMPLOYEES
are doing; or you do
not CARE. You have
created expectations on
the work effort which
allowed this to happen
inside Cerner, creating
a
very
unhealthy
environment. In either
case, you have a
problem and you will
fix it or I will replace
you.
NEVER in my career
have I allowed a team
which worked for me
to think they had a 40hour job. I have allowed
YOU to create a culture
which is permitting this.
NO LONGER.
You have two weeks,
he said. Tick, tock.

According to the New York
Times article,11 the memo sadly
created an atmosphere of fear,
but not really specifying what
was wrong. Its the corporate
equivalent of whips and ropes and
chains, said the noted Jeffrey
Pfeffer, a professor at the Stanford
University Graduate School of
Business. It puts you at war with
your employees and with your
basic tendencies in human nature.

Some of you may be saying,
Well, he had to do something!
Perhaps. But what a mess,
emotionally and financially that he
created. The big question for many
business people after the laughter
and after this event died down a
few years ago was the important
business question: Would you
invest in Cerner knowing that
the ship was being steered by a
captain like Patterson? If nothing

else, investors did think twice about
investing. From all perspectives
the company was doing well
financially, but ignorance of, or
unawareness of, the emotional
intelligence that is so dynamically
required in the workplace, but
which was missing at least in
this incident can quickly lead to
financial loss in Cerners case,
22% or $330 million dollars in 3
days!!! And who says emotions
are unimportant? And that business
should rather be rational, especially
in its decision making processes!!!

I have talked about the
critical importance of emotional
intelligence and the skillfulness
managers and CEOs must imbue
and practice in their day-to-day
operations. In no way does this
comment preclude the necessity
of making an organization
profitable. Its the how that is
critical. A manager can be efficient
in what he/she does; a manager
is effective is how he/she does
the managing. So very often one
reads or hears the comment about
someone being so smart. Thats
all well and good. However, the
smartness is usually referring to
cognitive or intellectual smartness.
What is often more important is
the emotional smartness that a
manager or CEO lives, breathes,
and works by. Sadly, the school
education system does not always
and formally integrate and teach
both intellectual and emotional
smarts. One is often considered
a hire for business based only
on the applicants knowledge
of the job. If attention is paid to
How Toxic Can This Place

Get?
Cultivating Leaders for the New
Worthplace
Dr. Michael Rock
Licensed Emotional Intelligence Facilitator
Professor (Adjunct, ret.), Ethics and Leadership
University of Guelph, Ontario
Simorgh Magazine, April 2014
61
it becomes very difficult for the abused person to

disentangle him/herself from the abuser. Sadly, the
abused person often thinks that if only they improve
their behaviour then the abuse will stop. They often
blame themselves for the abuse! That they may in fact
deserve it!

Heres a true story that you may or may not
believe!
Ryan was a senior manager who kept two
fishbowls in the office. In one were goldfish;
in the other, a piranha. Ryan asked each of his
staff to pick out the goldfish that was most like
themselves (the spotted one, the one with a
deeper color, and so forth). Then, when Ryan
was displeased with someone, he would ask
the person to take his or her goldfish out of the
bowl and feed it to the piranha.4

Ryan, an actual person, is a toxic manager. His
modus operandi, with its assumptions, perceptions
and actions create not only severe organizational
toxicity but also a severe impetus for disengagement
by employees. Walton defines a toxic organization
as one within which behaviours which poison, are
disruptive, destructive, exploitive, dysfunctional and
abusive are pervasive and tolerated.5
PART I
Sometimes it is difficult for some of us to believe what
we hear about the workplace! I think for many of us
we say that we are aware of some rough spots or
rough times in different workplaces but that if the
employee just hangs in there, he/she will get through it
all! Perhaps comforting words at times, maybe not so
very comforting for the employee! The workplace for
many is not a happy place to be and is quite stressful.
These past few years I have been privy to a number
of people who have described whats going on in
terms of relationship dynamics in their workplaces.
For me it was almost impossible to grok what they
were telling me.1 I had heard about many personal
tragedies and sufferings. A real eye-opener was the
psychopathic and/or bullying behaviour that has gone
on in organizations over the past 20 years,2 from Enron3
and others. Such behaviour creates toxic conditions
that thrive. As in any abusive personal relationship

Some of you may be thinking that the Ryan
case (above) is a gross exception. However, if you
think the above case example is outrageous, there
are many, many more case examples available in
todays workplaces. Toxicity is seen as the by-product
of organizational life when employees are devalued
through unreasonable demands, abusive behaviour,
discrimination, disruptive colleagues and change
that is poorly managed. Frost refers to these negative
tactics as confidence-sapping, esteem-draining pain6
that occur regularly as an occupational hazard.7

How about the following outrageous example
of organizational toxicity8: the date was March 13,
2001, involving the CEO of the Cerner Corporation,
based in Kansas City, Mo., and his 3,100 employees
worldwide.9 This particular CEO was very angry with
what he considered lack of caring for the organization
by employees. Hence, he drafted an e-mail memo
50
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Vol. 4 - Issue 61 - April 2014
OTTAWA'S PERSIAN PUBLICATION
MONTREAL

Simorgh Magazine Issue 61, April 2014

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Vol. 4 - Issue 61 - April 2014

OTTAWA'S PERSIAN PUBLICATION

(613) 327- 0138

Barbara Samsami Mortgage Agent

?How Toxic Can This Place Get

Persian Lunch Buffet

Kanata: 11:00am - 2:00pm

Dine In, Take Out, Delivery

DINE IN TAKE OUT DELIVERY

613 -270 - 8866 Kanata

Dine In, Take Out, Delivery

Commissioner of Oath/Notary Public

)Behzad A. Rezai (Bobby Bar

185 Somerset Street West Suite 305

185 Somerset Street West Suite 305

TORONTO PERSIAN CONFERENCE

Fri. May 16 Till

For Registration Call or Visit us On-Line at: 647.299.4312

Our services include:

Cell: (613) 327-0138

(structural analysis and balancing)

(a branch of Osteopathic manipulation, very gentle)

Conditions commonly addressed:

FREE use of Infrared sauna

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Tel: (613) 291-6132

107-250 Centrum Blvd.

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Specialization: Depression, anxiety, anger, grief and loss, self-esteem,

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(613) 884-7692 www.sogolka.com

MORE INFO & ADVERTISING: RADIOPARVAZ@GMAIL.COM

How Toxic Can This Place Get?

2011, pp. 255-259.

Ethics, Volume 99, 2011, pp. 637-650;

How Toxic Can This Place Get?

managers you either

captain like Patterson? If nothing

How Toxic Can This Place Get?

How Toxic Can This Place

it becomes very difficult for the abused person to

Radio Parvaz 97.9

Arts Body Shop

Dr. Maryam Hasanzadeh

FREE CLASSIFIED ADS

Vol. 4 - Issue 61 - April 2014

OTTAWA'S PERSIAN PUBLICATION

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